2018 Banking Outlook Accelerating the transformation - Deloitte
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Foreword Dear readers We are delighted to present to you the Deloitte 2018 Banking Banks and associated markets were categorised across four Outlook. This looks at significant global macro themes which key maturity states 1) Digital Champions 2)Digital Smart resonate for the Irish market. Followers 3) Digital Adopters and 4) Digital Latecomers. Ireland has one of the highest volume of mobile phone usage We found that although Irish customers are highly digitally per capita in the World, this presents a challenge for the Irish literate and demanding, Ireland is lagging behind when financial services sector to develop products and services that benchmarked across the EMEA as a ‘Digital Latecomer’. meet the Irish consumers’ expectation for a frictionless digital Specific challenges were highlighted across day to day banking experience. experiences and customer engagement. The banking market’s construct has altered from one of bricks Our study also highlights the extent to which PSD2 and and mortar, traditionally held in high regard as a core trusted Fintech will apply significant market pressure by introducing institution in the Irish psyche to a Digital service-focused new “Digital Champions” across the competitive landscape. market driven by a new generation who are very comfortable This presents both challenges and opportunities for current switching to European competitors or slicker more customer- incumbents in the near term, and much to consider as savvy Fintechs. regards customer engagement vision and enabling digital transformation plan. Innovation is a must to secure a continued place in this market. Competition is coming in many forms from traditional We will be launching this study over the next few weeks, financial institutions to Big Tech players, to small, medium, and including a deep dive into the areas where the Irish banks large Fintechs. have performed relatively well and some of the specific areas identified for improvement. Innovation won’t just apply to the latest technologies. It will include reimaging how our day-to-day banking and financial With change being the only true constant we wish you an needs are serviced. insightful read of the concepts and insights in this outlook Recently Deloitte undertook a Digital Maturity Study of 8,000 customers and 238 Banks across 38 EMEA Markets. The research illustrates how highly diversified the banking industry is from the point of view of Digital Maturity. The ‘Digital Champions’ identified across the EMEA have proven Sincerely themselves by offering a wide range of functionalities that are highly relevant to customers, while also managing to deliver David Dalton compelling customer experiences. For more information please contact Yvonne Byrne ybyrne@deloitte.ie or David Conway daconway@deloitte.ie
Brochure / report title goes here | Section title goes here Contents Playing the long game 1 Customer centricity 3 Regulatory recalibration 4 Technology management 5 Mitigating cyber risk 6 Fintechs and big techs 6 Reimagining the workforce 7 Playing short to aim long 9 Retail banking: Transitioning to a mobile-centric 9 and digitally anchored institution Corporate banking: Prioritizing customer 13 experience, technology, and targeting markets Capital markets: Leading technology adoption 15 for competitive differentiation Payments: Making the right strategic choices 17 Wealth management: Robo platforms 18 expanding beyond investment advice Endnotes 20 Contacts 22 1
2018 Banking Outlook: Accelerating the transformation Playing the long game For banks globally, 2018 could be a pivotal In this outlook we explore the challenges most year in accelerating the transformation into banks face in balancing the need to restructure more strategically focused, technologically their foundations for the long-term with finding modern, and operationally agile institutions, near-term growth. so that they may remain dominant in a rapidly evolving ecosystem. We do so by identifying six macro themes that should be critical for long-term growth: 1) Customer This metamorphosis is far from easy as most banks centricity, 2) Regulatory recalibration, 3) Technology grapple with multiple challenges: complex and management, 4) Mitigating cyber risk, 5) Fintechs and diverging regulations, legacy systems, disruptive big techs, and 6) Reimagining the workforce. Then we models and technologies, new competitors, and, last drill down into five business segments to address how but not least, an often restive customer base with ever- these long game themes may begin to play out in the higher expectations. next 12 to 18 months (see figure 1). Figure 1: Six macro themes and five banking businesses Retail banking Corporate banking Regulatory recalibration Reimagining Mitigating the cyber risk workforce Customer centricity Capital markets Fintechs and Technology Payments big techs management Wealth management Source: Deloitte Center for Financial Services 1
2018 Banking Outlook: Accelerating the transformation But first, some background on the global economy: Real profits leading to a surge in business investments. On GDP growth should stay healthy across most major the flip side though, large unfunded tax cuts could markets (see figure 2), giving most lines of business fuel concerns in bond markets about the long-run some room for topline expansion. Also, the continued sustainability of US budget deficits. tightening of labor markets in the United States and more recently in the European Union,1 should fuel Finally, backlash against globalization and foreign trade3 income gains and credit expansion for retail banks in does not seem to have manifested in damage to cross- the near term. This favorable situation could also lead border flows. to monetary tightening, as the European Central Bank (ECB) may gradually reduce its quantitative easing In the end, banks have to contend not only with running program, and raise interest rates, as the Fed has done.2 the bank, but also transforming the bank to grow in a sustainable manner. Banks will likely have no choice Meanwhile, real fixed-business investments and but to balance these goals against the exigencies of corporate profits may also rise, albeit at low rates. And the day. And those that are able to achieve this balance corporate tax reform, as currently proposed in the could be amply rewarded. United States, could mean repatriation of US corporate Figure 2: Real GDP growth and interest rates Real GDP growth global (%) 10% Forecast 8% 6% 4% 2% 0% -2% 2011 2013 2015 2017 2019 2021 EU Emerging Europe Emerging Asia LatAm MENA Japan Source: International Monetary Fund, October 2017 Real GDP growth United States (%) 3% Forecast 2% 1% 0% 2011 2013 2015 2017 2019 2021 Financial rates (%) 6% Forecast 4% 2% 0% 2011 2013 2015 2017 2019 2021 Federal funds rate Yield on 10-year Treasury notes Source: Deloitte United States Economic Forecast 3Q 2017 2
2018 Banking Outlook: Accelerating the transformation Customer centricity expectations, and perhaps are not necessarily grounded in a refined understanding of markets and customers. Long-term sustainable growth in the banking As figure 3 shows, banks’ focus on customer experience, industry seems only possible with a radical at least in the United States, does not appear as departure from a sales- and product-obsessed widespread as one might expect. mindset to one of genuine customer centricity, and further rationalization of strategies to Fortunately, most banks seem to have realized that a target the right markets, customer segments, growing fintech ecosystem, once perceived as a threat, and solutions. can actually be a boon for helping them serve their customers, both through emulation and collaboration.4 Although banking has undoubtedly improved in many Fintechs, with their laser-sharp customer focus, have ways in the last couple of decades, most organizations shown that it is possible to meet, and arguably even have not gone through the customer-centric exceed, customer expectations. transformation that other industries have undergone. With widespread digital disruption, banks may even risk But technology is typically only part of the solution. losing control over customer experience. The core objective for most banks is to achieve organizational agility, and to do so they should Of course many banks, global and local, large and small, consider embracing innovation, managing talent have changed their market and customer strategies differently, and pursuing key partnerships within since the financial crisis. Many of these decisions a broader ecosystem to manufacture and deliver may have been forced upon them by regulatory solutions for customers. Figure 3: US banks, by type, with defined customer experience programs Large national bank 55% 37% 8% Regional bank 50% 39% 11% Community bank 16% 77% 7% Credit union 27% 59% 14% Overall 37% 54% 9% Yes No Unsure Source: DBR Research© February 2017 The Financial Brand 3
2018 Banking Outlook: Accelerating the transformation Regulatory recalibration So how can banks operationally achieve this modernization? Consider integrating regulatory 2018 presents an opportunity to modernize compliance goals—from the standpoint of ownership regulatory compliance and bring together and accountability—with strategic initiatives such as disparate silos created for individual growth, operational simplification, risk management, compliance goals. and cost efficiency. Simply put, regulatory compliance should be aligned with business strategy. Not After a decade of intense scrutiny by regulators doing so could put banks at risk of unmet regulatory globally, banks seem to be sensing some stabilization. expectations and subpar performance. At least in the United States, new rulemaking appears to have abated. There are also signs of divergence Regulatory compliance should also figure prominently among national regulators, who, after a period of into the “portfolio of change” that banks need to unprecedented coordination following the financial make and manage—at both the individual business crisis, appear to be pursuing paths suited to regional and enterprise level. This portfolio of change requires and national priorities. For example, many global leaders to consistently apply a standard of due firms are dealing with varying local market needs and care in managing businesses. Heightened focus on regulatory mandates, and more recently, with differing executive accountability is also being codified in views on key prudential regulations, such as the still- regulatory expectations such as the Senior Managers pending aspects of the Basel III regime.5 Regime in the UK.8 But expectations of a broad regulatory pullback could be misplaced. Some US regulations are being reviewed and may be amended, such as the Volcker In the face of Brexit uncertainty, banks prepare Rule,6 regulations around governance expectations of for maximum change bank boards, and the size threshold for systemically The uncertainty over Brexit negotiations between the important institutions. However, higher capital and United Kingdom and the European Union is forcing banks liquidity requirements, stress testing, and recovery and to prepare maximum change contingencies that have the resolution planning will likely remain intact. Compliance potential to be operationally disruptive, legally challenging, expectations, especially around fair treatment of and financially demanding. customers and executive accountability, are expected to stay elevated. Regulators are also expected to maintain Institutions are taking on the tough task of setting up new vigilant enforcement programs and to demand more operational entities in Europe following the potential loss of data from banks to test the operational integrity of “passporting” arrangements for UK-regulated entities. After complex institutions—especially when under stress. which they will have to determine the size and scope of these new entities, relocate or hire new personnel, commit fresh In Europe, the Markets in Financial Instruments capital to meet local regulatory demands, and revamp recovery Directive II regime and proposed EU rules to establish and resolution plans to address these new challenges to their intermediate holding companies—similar to those operational integrity. required under US regulation—should continue to be significant priorities for global banks. Additionally, Some banks have already taken action in this regard. Others the second Payments Service Directive (PSD2) regime may yet act in defense of their competitive position and to could have spillover effects across geographies.7 protect their ability to operate smoothly. These decisions Data protection rules, especially the General Data are likely to create long-term impacts not only for banks, Protection Regulation, should further add to the but also for London as a global financial center. Eventually compliance burdens. these shifts could contribute to fragmentation of banking and capital markets businesses on the continent, with unforeseen implications. 4
2018 Banking Outlook: Accelerating the transformation Technology management this is not a new concept for banks, but there is often a need for a significant ramp-up in externalization to To help banks become more agile, bank CIOs ensure that the institution remains competitive in the should manage their portfolio of technology marketplace. Banks’ technology groups can play a key assets to emphasize activities that truly role in orchestrating this new model of externalization, differentiate the bank. Externalization efforts and ensure that these efforts have the greatest should be focused on generic functions with an business impact. emphasis on cost efficiencies. Admittedly, externalization is not the answer for every Technology resources at most banks are becoming core activity—there will still be some activities, such as difficult to manage, with a hodgepodge of systems, compliance and risk management, that will usually be platforms, software, and tools—much of it legacy maintained internally, and for which internal technology infrastructure that demands significant resources support would remain critical. and capital to ensure that operations run smoothly. As such, modernizing core operating infrastructure Managed services for mission-critical activities that is an obvious priority. Modernization ranked as the require specialized technical talent, but offer limited most important IT trend for nearly a quarter of global competitive differentiation to the firm,11 are one banking respondents in the 2016 Ovum ICT Enterprise example of externalization. Additionally, external Insights survey.9 service providers could automate compliance processes to eliminate hours of manual labor, but with bank To “change the bank,” CIOs have to simultaneously employees handling the final layer of analysis and ensure that new solutions sourced from multiple reporting to maintain accountability to regulators. external vendors are integrated to maximize value creation, while minimizing internal disruption. To make An externalization strategy typically also means this happen, tech budgets at banks will likely continue more discipline in selecting technology vendors, with to expand; Gartner’s research shows the global banking greater emphasis on high-quality software asset and industry will spend $519 billion on IT in 2018, up 4.1 business expertise (in mortgage servicing versus percent year over year (YoY) from $499 billion in 2017.10 demand-deposit-account processing, for instance). Multi-business institutions may prefer a hub-and- Money itself is not typically enough. In their drive spoke model—with a wide variety of domain-specific to simplify and modernize, and to build technology third-party relationships—and reconfigured vendor agility, banks should ask themselves three important contracting, risk management, and oversight questions: practices, accordingly. 1. How can they best manage the portfolio of Externalization can also play a pivotal role in application technology assets to deliver the most impact for modernization—in the form of rationalization, businesses? replatforming, refactoring, or rewriting code, and 2. What is the right level and type of technology enabling platforms to migrate to the cloud. externalization (i.e., the use of third-parties to design, develop, and manage technology solutions)? In 2018, we expect a “modest step to a big leap” 3. How do they direct development resources toward in the way technology units within banks begin only the activities that truly create competitive to transform themselves and redefine both their differentiation? role and value within the organization. Breaking institutional barriers to such change may prove to be a Fortunately, the proliferation of technology vendors and big challenge. platforms, and the maturation of cloud solutions, has made technology externalization more viable. Of course 5
2018 Banking Outlook: Accelerating the transformation Mitigating cyber risk For example, as automation kicks into high gear through robotic process automation (RPA) and cognitive The potential for cyber risk has been increasing technologies, developing cyber security protocol in with greater interconnectedness in the banking the design and oversight of these systems will be key. ecosystem, rapid adoption of new technologies, Similarly, as banking inevitably intersects with the and continued reliance on legacy infrastructure Internet of Things (e.g., smart watches, AI devices); cyber designed for a different age. risk will have to become a dominant component in every decision. Open application programming interfaces These challenges are generally well-recognized— (APIs) are another example of cyber vulnerability that will cyber risk is a top concern for financial services risk need particular attention. managers.12 Staying ahead of changing business needs and addressing threats from increasingly more As it relates to regulations, banks could be leaders sophisticated actors are top challenges for executives.13 by exceeding mandatory state and federal regulatory compliance directives and ensuring robust cyber risk This level of maturity is also reflected in the way cyber management systems. risk is currently managed at many banks. In particular, funding for cybersecurity continues to increase Fintechs and big techs and there is greater cooperation among banks, counterparties, and regulators, including sharing of Fintechs continue to lead innovation in the information and best practices. Also, many banks banking industry by sharpening their focus on have been able to recruit specialized talent into their customer experience. Banks face a number cybersecurity units. of choices: replicate what fintechs are doing, respond with equally innovative solutions, Yet cyber risk is only getting more complex, and in become more symbiotic and less competitive, ways that are not fully understood and predictable by or pursue a mix of these strategies that fit their many. Hence, there is more to be done to make sure unique capabilities and market positions. that cyber risk is baked into the bank’s operations ex ante, as opposed to ex post. That begins with building a Although fintechs have undeniably made their mark on robust culture of due care across the organization, and the banking industry, many would agree that they have ensuring that cyber security is a key consideration in the “failed to disrupt the competitive landscape.”14 It seems design of business processes, strategy, and innovation. premature to view fintechs and other nonbank players through the disintermediation lens. Incumbents will Since the transformation underway in many banks is likely maintain market leadership due to three factors largely technology-driven, they should ensure cyber risk that work in their favor: 1) regulatory barriers to entry; is explicitly considered and managed in every aspect 2) the natural inertia of customers to switch; and 3) the of change—whether overhauling legacy systems or capital to absorb, partner with, or replicate fintechs. adopting new technologies. This focus on cyber risk as a critical element in almost every aspect of business However, it should be acknowledged that many will have numerous benefits. This includes the ability to fintechs have created innovative solutions that “are improve speed to market and the ability to make firms setting new and higher bars for user experience.”15 But more resilient and responsive to market needs, which is what these fintech and other nonbank tech players in the very definition of agility. In short, cyber risk should the banking space appear to represent is perhaps a be a core decision-making factor in everything banks do changing ecosystem. to transform and become agile. 6
2018 Banking Outlook: Accelerating the transformation As for technology behemoths’ acquiring banking Reimagining the workforce charters and posing a threat to incumbents, achieving Banks should consider rethinking their regulatory compliance and inducing customers to switch workforce strategy given how work is evolving— can be daunting tasks. Instead, these firms will likely be with increasing automation18 and greater more successful servicing and partnering with banks, diversity in the labor pool. especially in the area of data sourcing, data analytics, and cognitive technologies.16 There is little doubt that automation is rapidly transforming work, and advances in technologies such Learning from fintechs and technology firms as quantum computing will likely only accelerate this could also help banks rethink their competitive change. A seemingly natural reaction to the inevitability benchmarking. As fintechs and other nonbank players of an increasingly automated world could be to encroach on various business lines (e.g., lending, speculate about the impact on jobs,19 yet alleviating payments, trading, wealth management), it may “automation anxiety” in banking is far from new.20 For behoove incumbents to compare with those they example, ATMs allowed banks to reorient tellers to sales consider best-in-class in terms of the capabilities and and advisory roles from purely transactional activities.21 solutions. This expansive view of competition can make them less vulnerable to future threats. The future workforce is expected to also be more diverse than it is today. In addition to permanent To this point, banks can develop a more nuanced employees and contractors, it will likely include approach to fintechs by disaggregating the impact freelancers who work with multiple banks, fintech of fintechs on various business functions, including hackathoners to generate novel solutions, and even operations, finance, and marketing.17 Exploring open robots that work alongside humans.22 APIs can also be important, as open banking would speed the integration into the rapidly morphing While it is tempting to think that technical talent fintech-based ecosystem. The all-important byproduct might be all that a bank really needs to succeed in a of all of these efforts would be that incumbents technology-driven world, it would be short-sighted to become more adept at developing solutions that ignore the value of enduring human skills. Banks should customers (existing and prospective) want and need. continue to align the organization more deliberately with the values of employees as part of corporate social responsibility (CSR) and environmental, social, and governance (ESG) efforts. 7
2018 Banking Outlook: Accelerating the transformation How prepared are institutions for this transformation? As part of this transformation, banks will likely So far, only 17 percent of global executives across all need to reorient existing workforces to be industries, let alone banking, responding to the Deloitte collaborative and inclusive, while providing them Human Capital Trends survey say they are ready to with more integrated employee experiences—from manage this diverse workforce of people.23 recruitment to retirement—to mirror the richer customer experience that the workforce is enabling. Bankers would need upskilling to work more effectively This workforce experience would have to be in a digital environment, according to the MIT Sloan designed to accommodate a work-life balance, Management Review and Deloitte Digital’s global study a purpose-driven career, and of course it should (see figure 4).24 One global example is Singapore’s be digitally enabled. DBS Bank, investing SG$20 million to train its existing workforce in digital banking and emerging technologies, via an artificial intelligence (AI)-powered e-learning platform, curated curriculum, and module delivery.25 Figure 4: The need and the will to reskill banking talent 78% 56% 60% so and Banking executives either Banking executives are taking Banking executives say strongly agree or agree their on projects that require that their organization is work is going to change learning new skills. developing digital talent and considerably over the next driving continuous learning three to five years as a result via experiences by working of digital business trends. on opportunities across the organization. Sources: 2017 MIT Sloan Management Review and Deloitte Digital’s global study; Deloitte Center for Financial Services analysis. 8
2018 Banking Outlook: Accelerating the transformation Playing short to aim long We’ve discussed six broad macro themes that banks Deposit pricing pressures, as now seen in wealthier should consider baking into both their strategies and customers’ accounts, could restrict the growth in thinking around long-term, sustainable growth. We net interest margins (NIMs),26 a headwind that would consider this exercise the long game, and realize that prove challenging even if the yield curve in the United the industry is in the initial stages. Accordingly, a way to States steepens later in the rising interest-rate cycle. address how the themes of this long game play out in However, strong retail deposit bases—linked to the next 12-to-18 months might be to examine how they solid digital offerings and the ability to acquire are being addressed along five broad business lines. new deposits—will likely drive better ability to sustain margins. The resulting flexibility At a high level, retail and commercial banking should in credit selection and pricing should support continue to grow at a healthy pace, but the challenge better asset quality and capital positions might be to adapt to a mobile-centric, customer- through the credit cycle. oriented world in which automation is increasing. Payments and capital markets businesses will likely This context is important to frame the growing witness the most change, with the former seeing dominance of the mobile channel. It is fast replacing unprecedented disruption, and the latter undergoing a the branch as the focal point of the banking experience, shift in the basis of competitive differentiation. Wealth achieving engagement even beyond that of online management, on the other hand, would need to evolve banking (see figure 5).27 Mobile is also rising to the fore with the ongoing democratization of financial advice. in critical processes in the customer lifecycle, and within key demographics—Millennials and mobile banking Retail banking: Transitioning to a mobile consumers are most likely to demand improvement in centric and digitally anchored institution the account opening experience, according to a recent Deloitte study.28 Banks should capitalize on the shift to a mobile- centric world by reorienting targeting strategies, Yet viewing mobile as just another channel is myopic. product portfolios, and delivery models. Mobile technology is not only a tool to enhance customer experience but it can also raise productivity The United States is in the midst of the first interest in other channels (see figure 5). For instance, Umpqua rate increase cycle in over a decade. Signs of monetary Bank is piloting software that allows in-branch tightening are also visible in the United Kingdom and representatives to also serve as personal bankers on Europe as economic growth strengthens. Banks that digital channels.29 successfully target customers through sophisticated data analytics, make compelling product offers, and deliver strong digital experiences, could gain funding advantages and see slower increases in deposit costs. This targeting can be important, as post-crisis liquidity rules, particularly the liquidity coverage ratio, could fuel price wars for sticky retail deposits. 9
2018 Banking Outlook: Accelerating the transformation Figure 5: Mobile at the epicenter of customer experience Banking model of the past Bank branch Call center Online Mobile Mail Banking model of the future Mobile Bank branch Online Call center Mail Open APIs Source: Deloitte Center for Financial Services 10
2018 Banking Outlook: Accelerating the transformation A strong mobile offering can also make the customer a partner in compliance. Banks can use rewards or discounts to incent customers to provide consent or verify information on an app, for example, to speed up compliance and drive down costs. Verifying customer identity with facial recognition technology is another application that can enhance experience and reduce onboarding costs.30 The question, again, is how? US banks in particular appear to be lagging in adopting more mobile-centric and agile delivery models, but they can make the transformative leap if they redouble their efforts to rebuild their institutions around digital (see figure 6). Retail banking incumbents in Europe and Asia seem farther along this journey, and are creating radically different business models that may even cannibalize existing businesses. Regulation appears to be playing a key role in driving this change—PSD2 in Europe, and particularly the Open Banking Standard in the United Kingdom, have transformed rules on access and use of customer data, as well as lowered entry barriers.31 These shifts are causing both banks and fintechs to also reevaluate how data are leveraged to reimagine customer experiences in an interconnected digital ecosystem. The confluence of regulatory, technology, and balance-sheet strategies is important to this digital transformation. To adapt to these deep shifts, institutions are making what appear to be surprising strategic choices. Some examples are storied investment banks—such as Goldman Sachs32—now creating competitive, digitally driven retail banking franchises. 11
2018 Banking Outlook: Accelerating the transformation Figure 6: Rebuilding institutional structure anchored on digital Rebuilding institutional structure 00001110111011110101010101110111000001101111010101010111010000011101101 11110111000001110111011110101010101110111000001101111010101010111010000 01110110111110111000001110111011110101010101110111000001101111010101010 11101000001110110111110111000001110111011110101010101110111000001101111 01010101011101000001110110111110111000001110111011110101010101110111000 00110111101010101011101000001110110111110111000001110111011110101010101 11011100000110111101010101011101000001110110111110111000001110111011110 10101010111011100000110111101010101011101000001110110111110111000111110 00011101110111101010101011101110000011011110101010101110100000111011011 11101110000011101110111101010101011101110000011011110101010101110100000 11101101111101110000011101110111101010101011101110000011011110101010101 11010000011101101111101110000011101110111101010101011101110000011011110 10101010111010000011101101111101110000011101110111101010101011101110000 Automation Artificial intelligence Agile 01101111010101010111010000011101101111101110000011101110111101010101011 10111000001101111010101010111010000011101101111101110000011101110111101 01010101110111000001101111010101010111010000011101101111101110000011101 11011110101010101110111000001101111010101010111010000011101101111101110 0000111011101111010101010011101110000011011110101010101110100000111011 00001110111011110101010101110111000001101111010101010111010000011101101 11110111000001110111011110101010101110111000001101111010101010111010000 01110110111110111000001110111011110101010101110111000001101111010101010 11101000001110110111110111000001110111011110101010101110111000001101111 01010101011101000001110110111110111000001110111011110101010101110111000 00110111101010101011101000001110110111110111000001110111011110101010101 11011100000110111101010101011101000001110110111110111000001110111011110 10101010111011100000110111101010101011101000001110110111110111000111110 00011101110111101010101011101110000011011110101010101110100000111011011 11101110000011101110111101010101011101110000011011110101010101110100000 11101101111101110000011101110111101010101011101110000011011110101010101 11010000011101101111101110000011101110111101010101011101110000011011110 10101010111010000011101101111101110000011101110111101010101011101110000 Anchored on digital 01101111010101010111010000011101101111101110000011101110111101010101011 Raise employee Aquire/engage Make customers a Engage with fintechs productivity customers driver of compliance and other players on platforms via open APIs Source: Deloitte Center for Financial Services 12
2018 Banking Outlook: Accelerating the transformation Corporate banking: Prioritizing customer In 2018, it would be wise to target prudent loan experience, technology, and targeting expansion in the expanding middle market, with markets revenue projected to increase 6 percent in the next 12 months.36 In the United States, JPMorgan Chase is In 2018, corporate banking divisions will likely already seizing the opportunity, making middle market target growth in select markets and make lending a centerpiece of its growth strategy.37 Similarly, technology investments that enhance customer National Australia Bank has announced it will cut down experience and simplify operations. the length of contracts and processes by one third for small business clients.38 Global commercial and industrial (C&I) lending has been a mixed bag; Europe has witnessed caution as Fee income also presents mixed growth prospects. nonperforming loans (NPLs) hit new highs,33 while Improved economic growth in the United States and in China historically high NPLs have been curtailed Europe, the Middle East, and Africa (EMEA) should as authorities force banks to improve their balance support commercial and transaction banking, and sheets.34 In the United States, despite tepid loan international payments revenues (see figure 7). Yet risk demand, rising rates have benefitted C&I lending. from the backlash against globalization could impact volumes in trade flows and international payments, for However, C&I NIMs could be impacted by rising US instance. Otherwise, following several solid years leading corporate deposit rates. A slowdown in commercial real to M&A’s deal volume remaining elevated and corporate estate lending could further dampen margins, although debt issuance crossing the $1 trillion mark in 2017,39 regulatory proposals to simplify capital rules for real primary issuance and the M&A advisory businesses estate lending by small and regional banks35 could boost could stabilize in 2018 (see figure 8). loan growth. Figure 7: Performance of the commercial and transaction banking and treasury services business ($M) 100,000 32,000 75,000 24,000 50,000 16,000 25,000 8,000 0 0 FY15 FY16 FY17E FY18E Revenues (left axis) Operating expenses (left axis) Profits (right axis) Source: Tricumen forecasts Note: Revenues reflect aggregate data of six major US and European banks. 13
2018 Banking Outlook: Accelerating the transformation Figure 8: Performance of the M&A advisory and primary issuance business ($M) 50,000 25,000 40,000 20,000 30,000 15,000 20,000 10,000 10,000 5,000 0 0 FY15 FY16 FY17E FY18E Revenues (left axis) Operating expenses (left axis) Profits (right axis) Source: Tricumen forecasts Note: Revenue reflect aggregate data of 13 major US and European investment banks. Meanwhile, many corporate customers, like their fit for blockchain’s ability to eliminate duplication and retail counterparts, are demanding seamless, tailored errors inherent in a business hinging on multi party product and service choices with user-friendly transactions. Already, seven large banks in Europe have interfaces. Hence, streamlining front-end operations partnered with IBM to construct a blockchain to conduct could be an essential priority in 2018. Mobile and online cross-border transactions for their small- and medium- banking emerged as the top IT priority for nearly half of size business clients.40 the global corporate banking respondents in the 2016 Ovum ICT Enterprise survey. Technology-enabled, front-end platforms should enable banks to cross-sell fee-based services to With this backdrop, corporate banking groups customers more efficiently. Banks that pool data into should ramp up their digitization efforts, lakes, for example, should enable the data to be tapped especially in businesses that still heavily rely by sales personnel via digital interface at client meetings. on manual, paper-based activities. These digital tools with cross-business data could allow junior bankers to work directly with customers without But digitization without reexamining and improving relying on the relationships of senior bankers, while also business processes first can be counterproductive. eliminating multiple roles in service delivery, all of which Take RPA for example, which is likely to gather steam in would reduce operating expenses. 2018, where it is important to ensure that inefficiencies are addressed by rethinking how work is done rather than just throwing a bot at the problem. We also expect blockchain to gain traction, especially in trade finance and corporate payments, given their natural 14
2018 Banking Outlook: Accelerating the transformation Capital markets: Leading technology unpredictable revenue pool by mutualizing post-trade adoption for competitive differentiation overhead across participants. Additionally, firms with the right talent to make this transformative leap will Automation and AI are changing many of likely win market share. Once monetary policy tightens the drivers of competitive differentiation across global markets and volatility returns—there is no in capital markets—in the front and back empirical reason for it to remain as low as it has been— office—creating substantive knock-on effects we think that banks that build the right capabilities on operations, talent, and business strategy. and make the strategic choice to ride out near- term pressures (see figure 9) to stay with the FICC Fixed income commodities and currencies (FICC) trading business could see big pay-offs. has been emblematic of ups and downs in capital markets activity in recent years. Therefore it seems a Examples of intelligent automation to create leaner good candidate to assess the transformation that banks front-offices and new products are becoming more can undertake to make the business more profitable common. For instance, Goldman Sachs has deployed and sustainable. bots to trade odd lots in corporate bonds so that human traders can focus on more lucrative work.41 Many banks scaled back FICC desks due to post-crisis AI is also fueling innovation, as in UBS’ “adaptive regulation, higher operating costs, and a shrinking strategy” offering that customizes strategies for revenue pool. However, front-office technology clients.42 Sophisticated predictive analytics applied innovation, especially cognitive automation, can bring to transaction data are giving bankers the ability to efficiencies and possibly new sources of growth. In the anticipate client needs better. back office, the industry can confront a smaller and Figure 9: FICC performance ($M) 90,000 20,000 80,000 18,000 70,000 16,000 14,000 60,000 12,000 50,000 10,000 40,000 8,000 30,000 6,000 20,000 4,000 10,000 2,000 0 0 FY15 FY16 FY17E FY18E Revenues (left axis) Operating expenses (left axis) Profits (right axis) Source: Tricumen forecasts of aggregate performance of 13 major US and European investment banks. 15
2018 Banking Outlook: Accelerating the transformation Figure 10: Equities performance ($M) 50,000 10,000 45,000 9,000 40,000 8,000 35,000 7,000 30,000 6,000 25,000 5,000 20,000 4,000 15,000 3,000 10,000 2,000 5,000 1,000 0 0 FY15 FY16 FY17E FY18E Revenues (left axis) Operating expenses (left axis) Profits (right axis) Tricumen forecasts of aggregate performance of 13 major US and European investment banks. These technologies, along with the others such as Banks’ ability to stay ahead of these trends may blockchain, are also spurring change in the middle and determine the success and stability of their business back office. However, more likely needs to be done. True models. The migration to electronic trading in high- externalization—in which the infrastructure and the margin products, like interest-rate swaps and greater operations are run by a third party—may need to take price transparency with reporting requirements could hold as many capital markets businesses have become result in increased margin pressure (see sidebar on page too costly to operate due to smaller revenue pools. 17, “A MiFID II clean-up beckons.”) Engaging specialized technology-enabled providers can be one way to more profitably manage these Finally, ongoing regulatory change makes for a businesses. demanding agenda. A material rewrite of the Volcker Rule could create vast changes in banks’ strategies Beyond technology, shifting talent needs reflect new and market structure. Proposed rules in the European drivers of business opportunity and shift risk. Hiring Union, such as the creation of intermediate holding high-quality data modelers and cyber-risk experts has companies for European entities that would be subject become a priority. Changing client needs and greater to EU prudential regulation, may result in meaningful industry convergence also often necessitate that banks operational and legal shifts. Additionally, Brexit augment pure industry specialists with domain- continues to pose major challenges for many global specialists (e.g., an expert in platform business models banks (see sidebar on page 4, “In the face of Brexit who serves clients in multiple industries). uncertainty, banks prepare for maximum change”). 16
2018 Banking Outlook: Accelerating the transformation A MiFID II clean-up beckons drift into “informal” channels are going to require vast operational shifts. And while buy- Many banks with global capital markets and sell-side firms have begun to reshape operations, particularly those in the United their business models in response to the States, have been late in appreciating the unbundling of research from other services, sheer implications of the recording, reporting, this recalibration could have vast implications and transparency requirements of MiFID II. for the investment industry.43 Many firms are still scrambling to meet the fast-approaching January 3, 2018 compliance The scale and the relative unpreparedness by deadline, and much of the compliance achieved many for MiFID II suggests that a significant part by that date could be imperfect and disorderly of 2018 may be devoted to beefing up effective for many institutions. compliance and reevaluation of business models. Even those few that are ahead of the curve may Many data-reporting structures still need find themselves working to truly embed these to be adequately refined. Client-facing requirements into business processes, and compliance processes, such as recording calls respond to the competitive implications. or ensuring that client conversations do not Payments: Making the right strategic account information for third-party applications, choices shifting ownership of this data to the customer. Adding to the regulatory developments, the Interchange Fee Incumbent payment providers have to Regulation of the European Union, in 18 months of make tough choices on whether to be one- its implementation, has potentially axed €2 billion in stop providers of traditional and digital, credit card interchange revenue, while allowing an frictionless solutions, or to leave some of “Honor All Cards” rule (requiring merchants to accept the payments pie to the exclusive domain cards of certain schemes) for the cards subject to of fintechs and other emerging players. interchange fees.46 The competitive dynamics in the payment industry continue to intensify both among incumbents and But these developments have not slowed many alternative digital payment providers. A big challenge incumbents’ efforts to maximize the potential in that incumbents face in this changing payment traditional businesses. An example: card-issuing landscape is how to stay relevant to their customers banks are flooding the market with reward-based while finding new income streams, especially as products;47 global card purchase volumes increased by benefits from managing the “float” diminish with 5.8 percent to $20.6 trillion in 2016, according to The faster, digital payments. Nilson Report.48 Part of this growth is due to incumbents astutely adapting to “invisible” digital channels, such as In the United States, the Faster Payments Task Force’s online, mobile, and even AI (e.g., machines ordering and Call to Action and the launch of Zelle (a bank-owned paying for their own fuel or supplies). peer-to-peer payments solution partnered with a number of major US banks) mark an evolutionary Retail and corporate customers today also have an leap to catch up with other parts of the world, and are increasing number of choices of non-payment-card geared to benefit the US customer.44,45 digital payment solutions, offered through agile e-commerce players and fintechs. Investment firms In Europe, the upcoming PSD2 could push banks to have poured in $5.2 billion in payment fintechs alone open their APIs to third-party providers, enabling in 2017, representing almost 40 percent of the total them to build new solutions on top of banks’ data. It fintech investment in the banking industry.49 would also allow customers to authorize using bank 17
2018 Banking Outlook: Accelerating the transformation Increasingly, active collaboration with alternative digital Wealth management: Robo platforms players, in the form of partnerships or acquisitions, may expanding beyond investment advice be necessary, instead of colliding with them as threats. As part of this approach, incumbents should also Banks’ wealth management units should prepare for the inevitability of open architecture, such keep the focus on the customer, as as open APIs. the migration to fee-based accounts accelerates and robo-advice becomes Banks have taken several approaches to the evolving pivotal to both distribution and the ecosystem. Take peer-to-peer (P2P) payments, brand. for example, where banks are creating their own Access to high-quality advice is being democratized solutions, partnering with other banks (e.g., Zelle), and like never before—mass-market and mass-affluent participating in third-party platforms such as Venmo. customers are now able to avail themselves of services that were previously affordable only to high-net-worth Mastercard’s acquisition of Vocalink is another example clients. For instance, UBS wealth management’s of an incumbent expanding outside its core business.50 SmartWealth digital platform in the United Kingdom Vantiv is going for scale, acquiring Worldpay to combine provides real-time advice to clients at a minimum in-store transactions’ complementary capabilities with investment level of £15,000.53 online payments processing and expanding into the European market.51 Higher standards of client service were already taking hold as a point of differentiation in the wealth Merchants are also getting fairly active in the payment management business, but the Department of Labor space. They are now expanding payment options to Fiduciary Rule seems to have further accelerated drive customer engagement. Some are eliminating and codified this trend in the United States.54 In the intermediaries altogether with a horizontal digital United Kingdom, the Financial Conduct Authority’s payment solution (e.g., Amazon Pay). annuity provider rules, encouraging more competitive shopping by consumers, similarly aimed to raise the Of course, rapidly growing e-commerce is a catalyst bar on client care.55 The changes these rules have set for all of this payment innovation. But at the same in motion in terms of the shift to fee-based models and time, brick-and-mortar is still relevant and an astute rationalization of product portfolios are only likely to customer-experience-enhancing strategy should include accelerate in 2018.56 omni-channel. The homogenization of products and the secular Banks could also focus on data monetization, as shift toward passive investing could accelerate traditional revenue streams could dry up. They should fee and margin pressure even as absolute also invest in big data and analytics that mesh with revenues continue to grow. As a result, commission- their own unique data to yield richer insights to, and based accounts may get cheaper to attract assets and about, their customers for further innovation and better compete with fee-based accounts. business decisions. These pressures will likely require wealth management The survivors in this rapidly evolving payment units at banks to balance several factors: pricing, landscape will likely be those who are nimble and well- product portfolio, and distribution. informed; or they may need to be fast followers who are able to leverage the intelligence they gather from the ecosystem to execute strategies that get quickly into the market.52 18
2018 Banking Outlook: Accelerating the transformation Importantly, these shifts are occurring as wealth management becomes pivotal to banks’ revenues, and becomes more tightly integrated with traditional consumer banking offerings and some key capital market products as well. As a consequence, wealth management services could become the anchor for customer relationships in critical segments, especially among the mass affluent. The key to this transformation is likely not only to continue to strengthen core digital advice technologies. It will also rapidly expand investment in deeper and richer data sets, self-learning algorithms to drive critical customer-facing activities like chat bots, or more sophisticated and customized investment decision-making. These digitization and automation initiatives can also contribute to greater advisor productivity,57 and help solidify customer relationships. Next-gen, intelligent, and comprehensive robo platforms can also become central to the distribution of even non-wealth products, such as mortgages, CDs, or credit cards. Even as firms experiment and expand digital capabilities, firms should also work to make robos a powerful, tangible, and differentiated representation of their brand. Customers might increasingly view these digital interactions as the focal point of reference for their varied financial needs. 19
2018 Banking Outlook: Accelerating the transformation Endnotes 1 Editorial Board, “Euro-Zone Tapering Is a Delicate Task,” Bloomberg View, October 25, 2017. 2 Ibid. 3 Buttonwood, “Globalisation Backlash 2.0,” Buttonwood’s Notebook (blog), The Economist, July 27, 2016. 4 HSBC, “Fintech Can Help Banks With Stiffer Compliance,” press release, June 23, 2017. 5 John Heltman, “Role Reversal: U.S. Leads Race to Bottom in Global Bank Rules,” American Banker, September 18, 2017. 6 Office of the Comptroller of the Currency, “OCC Solicits Public Comments on Revising the Volcker Rule,” press release, August 2, 2017. 7 Stephen Ley and Steven Bailey, “PSD2 Opens the Door to New Market Entrants: Agility will be Key to Keeping Market Position,” Deloitte UK, March 2016. 8 Cindy Chan, Natasha de Soysa, David Strachan, Dominic Graham, and Richard Burton, “Senior Managers Regime: Individual Accountability and Reasonable Steps,” Deloitte EMEA Centre for Regulatory Strategy, April 2016. 9 2016 Ovum ICT Enterprise Insights Survey. 10 Gartner, “Forecast: Enterprise IT Spending for the Banking and Securities Market, Worldwide, 2015-2021, 3Q17 Update,” October 30, 2017, https://www.gartner.com/document/3821565?ref=ddrec. 11 Val Srinivas, Urval Goradia, and Richa Wadhwani, “Managed Services: A Catalyst for Transformation in Banking,” Deloitte Insights, March 22, 2017. 12 Edward Hida, “Global Risk Management Survey, 10th Edition,” Deloitte Insights, March 2, 2017. 13 Ibid. 14 Rob Galaski and R. Jesse McWaters, “Beyond Fintech: A Pragmatic Assessment of Disruptive Potential in Financial Services,” World Economic Forum and Deloitte, August 2017. 15 Ibid. 16 Ibid. 17 Jim Eckenrode and Val Srinivas, “Disaggregating Fintech: Brighter Shades of Disruption,” Deloitte Center for Financial Services, June 2016. 18 By “automation” we mean machines and tools powered by computing and artificial intelligence that can now do tasks hitherto done by people. 19 Chanyaporn Chanjaroen, “Ex-Citi CEO Says 30% of Bank Jobs at Risk from Technology,” Bloomberg, September 23, 2017. 20 Irving Wladawsky-Berger, “As Automation Anxiety Grows, Remember We’ve Been Here Before,” CIO Journal, Wall Street Journal, September 1, 2017. 21 Val Srinivas, “The Future of Automation in the Banking Industry: What Can We Learn From ATMs,” Deloitte Quick Look Blog, July 19, 2017. 22 John Hagel, Jeff Schwartz, and Josh Bersin, “Navigating the future of work: Can We Point Business, Workers, and Social Institutions in the Same Direction?,” Deloitte Review, Issue 21, July 31, 2017. 23 Josh Bersin, Bill Pelster, Jeff Schwartz and Bernard van der Vyver, “Rewriting the Rules for the Digital Age: 2017 Deloitte Global Human Capital Trends,” Deloitte Insights, February 27, 2017. 24 Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley, “Achieving Digital Maturity: Adapting Your Company to a Changing World,” Deloitte Insights, July 13, 2017. 25 DBS, “DBS to Invest SGD20 Million Over Five Years to Transform Employees Into Digital Workforce, in Support of Singapore’s Aim to Be Smart Financial Centre,” press release, August 21, 2017. 26 Telis Demos and Christina Rexrode, “Wealthier Depositors Pressure Banks to Pay Up,” Wall Street Journal, October 24, 2017. 27 David Bolton, “61% of People Access Mobile Banking on a Regular Basis,” Applause (blog), February 1, 2017. 28 Val Srinivas, Steve Fromhart, and Urval Goradia, “First Impressions Count: Improving the Account Opening Process for Millennials and Digital Banking Customers,” Deloitte Insights, September 6, 2017. 29 Penny Crosman, “When Your Teller Is Also Your Digital Banker,” American Banker, September 21, 2017. 30 Zhuang Qiange and Jiang Xueqing, “Banks Take Bold Step Forward With Face Tech,” China Daily, October 9, 2017. 20
2018 Banking Outlook: Accelerating the transformation 31 Margaret Doyle, Rahul Sharma, Christopher Ross, and Vishwanath Sonnad, “How to Flourish in an Uncertain Future: Open Banking,” Deloitte UK, 2017. 32 Antoine Gara, “Wall Street Heavyweight Goldman Sachs Launches Its Consumer Lending Platform Marcus,” Forbes, October 13, 2016. 33 Thomas Hale, “US Banks Eye Europe’s Non-performing Loans,” Financial Times, July 19, 2017. 34 Cindy Li, “China’s Recent Efforts to Deal with Stressed Loans,” Federal Reserve Bank of San Francisco, June 28, 2017. 35 Ryan Tracy, “U.S. Bank Regulators Propose Changes to Capital Rules,” Wall Street Journal, September 27, 2017. 36 “3Q 2017 Middle Market Indicator,” National Center for the Middle Market (press release), accessed on November 16, 2017. 37 JPMorgan Chase & Co. 2017 Investor Day Presentation of the Commercial Banking division, February 28, 2017, https://www. jpmorganchase.com/corporate/investor-relations/document/cb_investor_day_2017.pdf. 38 Glenda Korporaal, “NAB Acts on Simplifying Small Business Contracts,” Australian, October 5, 2017. 39 Eric Platt and Nicole Bullock, “US Company Debt Sales Power Ahead as Borrowing Costs Drop,” Financial Times, September 8, 2017. 40 Martin Arnold, “European Banks to Launch Blockchain Trade Finance Platform,” Financial Times, June 26, 2017. 41 Robin Wigglesworth and Joe Rennison, “Goldman Expands Algorithmic Corporate Bond Trading,” Financial Times, August 16, 2017. 42 Martin Arnold and Laura Noonan, “Robots Enter Investment Banks’ Trading Floors,” Financial Times, July 6, 2017. 43 Madison Marriage, “Mifid II Drives US Investment Industry Frantic,” Financial Times, August 6, 2017. 44 “Final Report Part Two: A Call to Action,” Faster Payments Task Force, July 2017. 45 Stacy Cowley, “Cash Faces a New Challenger in Zelle, a Mobile Banking Service,” New York Times, June 12, 2017. 46 Peter Jones, “18 Months on – Impact of the Interchange Fee Regulation on the European Union Cards Market,” European Payments Council, June 8, 2017. 47 Ben Steverman, “Credit Card Rewards Are Playing Harder to Get,” Bloomberg, August 4, 2017. 48 “Payment Card Use Sees Double-digit Global Growth in 2016,” Mobile Payments Today, May 19, 2017. 49 Venture Scanner data from January 1 to September 18, 2017. 50 Julia Monti, “Mastercard Welcomes Vocalink as Deal Officially Closes,” Mastercard press release, May 2, 2017. 51 Noor Zainab Hussain, “U.S. Card Firm Vantiv Goes Global with $10 Billion Worldpay Buy,” Reuters, July 5, 2017. 52 “Collision or Collaboration: What’s on Your Payments Radar?” Deloitte, 10th edition, October 2017. 53 Tanya Andreasyan, “UBS Launches SmartWealth Digital Platform in UK,” Banking Technology, March 6, 2017. 54 Gauthier Vincent et al, “The Digital Wealth Manager of the Future,” Deloitte, March 2017. 55 Sophia Imeson, “FCA Annuity Provider Rules to Encourage Consumers to Shop Around,” Pensions Expert, November 28, 2016. 56 Jamie Hopkins, “New Fiduciary Rule for Financial Advisors Moves the Needle, But in Which Direction,” Forbes, June 14, 2017. 57 Richard Henderson, “Wealth Managers Play ‘Robo Advisers’ at Their Own Game,” Financial Times, March 30, 2017. 21
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